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Managing people at proctor and gamble

The report offers an insight & detailed research of the Case study of Procter & Gamble (P&G). Major ideas and principles have been used to explain their Organisational Issues, proper plans & organisational challenges face by P&G. The goal is to critically measure the Issues of P&G and give strategic recommendation to aid P&G achieve tactical development goal and HR insurance policies for long term sustainability in a worldwide business environment. To achieve this aim, the writer has applied models like SWOT Examination for a much better understanding of the survey.


The US founded Procter and Gamble (P&G), one of the leading fast paced consumer goods (FMCG) companies on the planet. Founded in 1837 by William Procter and James Gamble when they made a decision to get started small work which consisted of manufacturing soap and candles, P&G was internationally famed because of its people centric regulations. It had been the first company to add a shorter workweek over a century earlier and also experienced oldest profit posting planning US. Employees were eligible for commodity in P&G. In the decades, P&G had built a solid, traditional & conservative corporate and business culture.

Organisational culture:

Organisational culture can be explained as shared values, beliefs and norms that form the type of an organisation (Bratton & Platinum 2007:53). The organisational culture in the P&G research study is referred to as risk-averse, tradition bound, conservative and tolerant to change. Depending on a very stringent code of do, employee conversation and cross-departmental conversation is not urged which hinders innovation.





(doubt avoidance)

Makes it more challenging to implement change and also to innovate

Less risk-taking behaviour decreases the opportunity of experiencing a loss


Adherence to earlier procedures makes it more difficult to apply new ones

Employees are more likely to identify themselves with the company

Conservative management style

Employees are not motivated


Resistant to change

Makes is difficult to adjust company to future challenges

Perfection work allows economies of scale

Organisational structure:

Structure distinguishes parts of an organisation and the partnership between them. It is the style of communication, control and power (Wilson & Rosenfeld, 1990:215). Relating to Hofstede's ethnical dimentions the P&G framework shows an inequality of electric power distribution. Electric power distance refers to the amount to which people allow inequalities in vitality distribution. A high score indicates that people accept the fact that power is not similar among individuals. E. g. Managers would use superior tea cups than bottom managers.

The P&G research study shows a high bureaucratic structure, predicated on the next elements (Older 2002:72):

- Work is finely divided between specialised jobs

- Management hierarchy

- Employees fulfil their jobs according to clearly defined rules

- Activities rely on rules, techniques and written files and the decision of the superior

P&G's composition shows a higher amount of centralisation. This shows in the fact that decision-making specialist is primarily organised at the very top management degree of the company. If the business framework would change in a more horizontal, team-based composition, communication within the organisation could be increased (Bratton et al. )

P&G's composition can further be categorized to be departmentalised by product. This is shown by the actual fact that the business's authority council is organised corresponding to different product categories, such as "Home Treatment" or "Feminine Care". In addition, it shows elements of departmentalisation by location as some managers aren't only responsible for a particular product category also for a geographic area, for example "Kerry Clark: Feminine Treatment and Asia". Although this mix between constructions was merely refined by the CEO Lafley, it might have caused administrative issues under CEO Jager. Here some advantages and disadvantages of both constructions (Senior 2002:82-84):

Structure type



Departmentalisation by product

- maximises employee's skills and knowledge

- staff is able to specialise more

- room for innovation

- product differentiations allow to concentrate on different customers

- overlap of functions from one product section to another

- high administration costs

- problematic for top management to regulate product divisions

- intricate coordination across product divisions

Departmentalisation by location

- decentralisation of decision making speeds up operation

- allows for cross-functional teams

- higher flexibility to adjust to changes

- high administration costs

- confusion of responsibility over projects

- potential for issue as more communication required

hierarchical, centralisation of decision-making

- high degree of control on higher management level

- influences worker desire and commitment

External popularity:

Ranked #6 among the "Global Most Admired Companies"

Ranked #3 on the "World's ESTEEMED Companies List"

Ranked #12 on the list of "World's Most Innovative Companies"

Named to list of the Global 100 Most Lasting Corporations on earth, with top ratings from 2000-2010

Ranked #13 among the list of Global 100 Most Lasting Businesses in the World

Recognized by the National Association for Female Executives as one of the Top 50 Companies for Exec Women

Supplier diversity is a simple business strategy at P&G. This year 2010, P&G spent more than $2 billion with minority- and women- held businesses. Since 2005, P&G is a member of the Billion Dollar Roundtable, a community of 17 firms that spend more than $1 billion on a yearly basis with diverse suppliers.

Core strategic:

Supplier diversity is a fundamental business strategy at P&G. This year 2010, P&G put in more than $2 billion with minority- and women- owned businesses. Since 2005, P&G has been a member of the Billion Dollar Roundtable, a website of 17 corporations that spend more than $1 billion annually with diverse suppliers. < http://www. pg. com/en_US/company/core_strengths. shtml>

Unique organizational composition of P&G supplies the global scale benefits associated with a global company and the neighborhood target to be relevant for consumers in roughly 180 countries where P&G brands can be purchased. Corporate composition P&G provides the framework which allows company to touch the advantages of a global firm with velocity and efficiency. P&G's global businesses keep the company touching its local neighborhoods. And strong governance procedures in P&G ensure that company perform its operations with regularly high requirements and integrity.

< http://www. pg. com/en_US/company/global_structure_operations/index. shtml>

Issues( organisational issues talked about in group presentation)

The staff was not willing to improve based on the CEO Durk Jager's ambitious management (eg; Company 2005) (case study p. 8). The brand new CEO's ethnical change was by using a soft methodology (Case study p. 9).

The practice at P&G was traditional, traditional and bureaucratic management style. (research study p. 5).

The average person appraisal system was evolved from conservative goal setting techniques plan to a extended stretch out goal setting plan (case study p. 5).

Product development work were focused on IT somewhat than understanding the worker and consumer requirements (case study p. 8).

Some staff were forced to assimilate IT tools in the new corporate and business structure.

Strict code of carry out, restricted interaction between inter departments and employees

Past practice of treating employees as family was advised to change with the conventional management style proclaiming there's a lack of employee retention techniques.

Insufficient development let competition more room in releasing services while P&G revising old products.

Change may also be resisted because employees do not see the need for change (Hussey 2000:13).

P&G's IT investment was about $1 billion annually--and increasing that was faster than sales development.

As mentioned on the research study under the CEO Durk Jager's management style launched the business 2005 program to be able to foster the expansion and creativity in the P&G. Program 2005 was also directed towards revamping the work culture of the company in order to focus on its new Stretch out, Innovation and Speed (SIS) beliefs (research study, pg 5). The employees were not willing to improve as fast as they were in disagreement with the new extreme management style (case study p. 8). The brand new CEO (Lafley) who had taken over in 12 months 2000 attemptedto change the organizational culture by using a soft approach (Research study pg. 9). As the employees of P&G were practising a traditional and conventional management style since a long time, which was bureaucratic and slow-moving moving culture (case study pg. 5). The business 2005 was introduced by Jager as he was wanting a fast moving dramatic change in framework and work processes of P&G.

The company followed individual appraisal system since long time and under programme 2005 altered it rapidly from conservative goal setting techniques plan to a more extended stretch goal setting techniques plan by Jager during his CEO period (case study p. 5).

Under the 2005 programme a new IT system was unveiled in P&G and the product development efforts were more centered on IT rather than understanding the staff and consumer requirements (research study p. 8). The procedure of cultural change required some staff or employee to incorporate IT tools in the new corporate structure to produce more cross shearing of information. This is done without taking into consideration the previous profound routed conventional culture of P&G. This is difficult for the employee to follow or adjust so fast. As a very tight code of conduct followed in P&G, this constrained discussion between departments and employees and the limited information movement. This lead to all or any take into account the decrease in innovation in the business. The resistance to defend myself against dangers is another contributor. Originally, P&G treated employees like family members, focused on the introduction of its people and motivating lifetime employment. However, a conservative management style was introduced by Jager to foster the development and development in the company but it was too drastic change in an exceedingly short time (research study, pg 2) and an increase in worker turnover claim that employees are not motivated which there was a lack of employee retention techniques in the execution of 2005 programme (case study, pg 2). hence the slowdown in revenue growth and for the first time in eight years P&G experienced 18% decrease in the net profit this may partly be linked to having less innovation. While competitors launched new products, while P&G after its Risk-averse culture helps to keep on revising old products. The drastic change may also be resisted because employees do not see the dependence on change in the company (Hussey 2000:13). This involves a higher amount of communication from top management to make personnel realize why and where change is needed and what expected benefits must be of the change. P&G lacked the communication between your top management and the employees or personnel. Therefore the employees weren't aware of the goals or the reasons for such drastic change hence weren't ready or ready to accept it. Beneath the 2005 programme, utilizing it as a catalyst for change P&G made a huge investment in IT technology about $1 billion annually--and increasing that was faster than sales expansion of the business.

HR policies

From a confident point of view, culture in P&G can be said as among the finest simply considering the fact that the business has prevailed for so very long. The case study outlines the fact that the HR practice in P&G has been people centric from the first origins which helped them to attract the best skills on earth. (Research study)

Snacks employees like family members

Core worth, purposes and concepts and vision focussed on the development of people.

P&G followed a thorough recruitment process

P&G introduced income sharing plan for the P&G employees.

P&G introduced guaranteed forty eight weeks of pay in a 12 months for the employees.

Life time work was wanted to P&G employees.

P&G recruits people predicated on their aptitude for management, problem solving, behaviour based by the professionals of the company.

New recruits interpretative and reasoning skills are tested with M test presented by company.

P&G past experience used to examine command, problem solving, initiative and ability to work with others as a team.

Culture emphasised on doing the right things and staying away from risks

New recruits receive early on responsibility and helped in fast development of career

In P&G, Superiors were motivated in the training and development of subordinates.

P&G created work and development planning system (W&DP)

In P&G, W&PD supplemented with casual ongoing coaching

Employees W&DP linked to OGSM (Objectives, Goals, Strategies and Measures)

P&G Hired non management graduates.

Employee's expansion not constrained by geographical limits.

Employees are given with possibility to work across brands and boarders.

Employees are given expatriates with training to learn local culture, terminology and communal and business environments.

SWOT of HR policies (appendix)


Definition: The Global Business Environment examines key political, economic, and cultural developments and organizations that constitute the global business environment(Tayeb. 1992)

An article shared in the Mckinsey Quarterly (2008), signify a wide difference between the notion and certainty of having a truly global labor force. McKinsey separately interviewed executives of US corporations and mature managers of 22 global organizations to discover trends when it comes to managing global expertise. The core results of the job came up with the following troubles:

Achieving greater social variety- P&G a multinational corporation operating internationally contends with social nuances that are not always overcome insurance firms a standardized commercial culture across different marketplaces. The article clearly stated that the differentiation between P&G getting a multinational manager who can speaks the right dialects in comparison to one who preserves a genuine open-mind, while working within the international platform of P&G.

Overcoming obstacles to international ability to move- Mckinsey found out that managers possessed trepidations about working abroad because of ". . . the expectation that employees will be demoted, after repatriation to their home location". Some of the managers interviewed also possessed concerns about international employees not get together standards placed by home employees. For example, a manager of your IT team in Silicon Valley would have concerns about taking by using an expatriate been trained in India, because of concerns that the Indian professional might not be up to par. Additionally, when the authority team within an organization didn't actively promote internationally freedom.

Establishing regular HR practices in various geographical products- Due to the obvious physical, social, legal and linguistic variations, there are inherent difficulties in establishing a standardized HR way across edges. Spicer (2008), notes that HR sometimes appears as a separate function in the UK, however in France it is a sub-set of the financing division and a sub-set of the legal division in Germany. This demonstrates a definite difference in orientation predicated on the aforementioned observation. An additional observation is manufactured in Russia, where expatriates there do not have a clear understanding of their total rewards and tax obligations, as a result of informal way such matters are handled. Such as P&G the HR policies should be according to people and the positioning.

Technology- Also since there is a segmentation of HR procedures based on local or international market needs, there isn't always synergy between your Human Reference Information Systems (HRIS).

Risk exposure-Cascio (2006, pg 638), mentions risk exposure as a clear problem with global HR involvement. With the talk about of global geopolitics, some countries such as Colombia and Iraq provide security concerns for organizations that do business in those countries. In addition, it specifies the risk facing culture of organisation. In P&G as given earlier P&G possessed an risk averse culture although Jager required the task and make an effort to change this risk averse culture of P&G.

Why go Global?-Mitigating Troubles to Global HR

Mendenhall et al (2007) provide a framework through which organizations can transcend HR problems in the global environment. The occurrence of mission integration is central to having a global company. Specifically, P&G's global HR issues must be at the forefront of all issues, P&G managers cope with in their tactical business functions. The mission of the P&G must represent this reality for it to be an organic and natural part of the corporate and business culture. Furthermore, a ". . . indicator of clean integration between global HR and global mission is the reduced distinction between local and international HR". That is particularly important if the P&G is focused on the "one-firm" approach to its business whatever the geographic location. For instance, the standardized procedure McDonald's uses in its functions globally, so that it is one of the very most distinct international brands whatever the customizations made to hold specific local culture.

Additionally, Mendenhall (2007) brings that (P&G) mature management must be agents of change as far as global HR techniques are concerned. A true integration of global HR into the "strategic and policy crafting steps" is actually to causeing this to be an "organic" part of the HR planning process. It must permeate the P&G organizational culture for this to become a living process and an integral part of all HR business programs. Also as part of labor force planning and command development, P&G can create rotational global assignment programs within a competency structured authority development program. Such an initiative will encourage more international ability to move and generate cross-cultural perspectives necessary for conducting business in the global environment for P&G.

A study by Awan and Mahmood (2010) in 115 University or college Libraries in Pakistan discovered that control style has certain bearing on the culture and worker commitment associated with an organisation. Schein (1992) also contends the particular one of the main factors which varieties and or change culture is the affect of authority. Yiing and Ahmad (2009) are of the view that leadership behavior has significant direct influence on organisational dedication and culture has a moderating effect on both. A study by Competency and Emotional Brains (2006) in Medway Council finds a friendly method of leadership with focus on organisational/political understanding, team functioning, worker involvement can extremely help in developing employee dedication. The study says that inspirational leadership is pivotal for obtaining staff determination and organisational change. The inter marriage between control, culture and dedication is very clear from the above findings. This could be one of the reasons why organisations with strong market leaders perform much better than others. There are a variety of samples such as Dell, Apple, Microsoft under Monthly bill Gates, Facebook, Yahoo etc. Command have inspired culture and the performance and measurement systems in these organisations and helped to operate a vehicle employee commitment thereby employee, performance and quality of products and or services. Towards the overall leadership development within an organisation, HR can play an important role as most of the authority development programs would be either HR or HRD related depending after the type and importance put on those functions in an organisation. An example is the training and development activities such as Training, mentoring etc. Through the involvement of brand managers in coaching, organisations can make significant improvement in the region of control development.

Rewards & Worker determination: (how P&G goining to asses employee performance level?)

Yap et al (2009) argue that individual and group reward systems can have a clear effect on employee dedication to organisational (P&G) wellbeing and production. They are essential for employees to show in role as well as extra role behaviour which are important when contemplating the individuals capital value. Dessler (1997) argues that the compensation system should prompt employees to think themselves as spouse to a company rather than just employees. Which means that the performance of the company (P&G) must have an effect on the prize of employees. Many organisations in UK use this kind of strategy. Among the samples is John Lewis Morrisons. This may be one of why many companies call their workers partners because they are part owners of the business. A study by Personnel Today (2005) confirms the validity of the declaration made by Dessler (1997) that versatile benefits linked with the performance of any organisation (P&G) improve staff determination and reduce staff turnover. The study cites the exemplory case of Barclays making use of flexi gain to drive performance. The mindset behind such kind of techniques is easy; you earn according to your overall determination to the organisation. This study suggests that adaptable benefits would be really useful if it is team structured, which is actually important for the proper performing of different systems such as ISO, EFQM, Balanced Credit score Greeting card, TQM (most of the organisations apply at least one of the).

Cultural Change:

Legge (2005) says that development of determination is considered important in the management of cultural change. Salancik (1982) argues that the amount of commitment a person develops from the scope to which behaviours are experienced as binding. Individuals are much more likely to be destined to their serves when the second option are highly visible, when their effects are highly irrevocable so when the individuals understand their serves as voluntary. Legge (2005) contends that strong culture, having good beliefs drive exceptional organisational performance. He says that in wanting to change the culture of organisation, senior managers tend to change two areas of organisational culture namely artifacts and espoused principles. Schein (1992) offers a clear picture of the three different layers of organisational culture.

Schein (1992)

Legge (2005) is of the thoughts and opinions that such kind of ethnical change initiatives seek to bind individuals to behavioural serves that are coherent with new prices proposed. This calls for the use bureaucratic handles as well the managing meaning through rituals symbols etc. Legge claims that such a kind of initiative naturally consists of the Kurt Lewin's drive filed research and three step model. But Schein (1992) is of the view that to make long-term changes to the culture of an organisation, it is important that basic underlying assumptions should be managed in an optimistic way because they are the most powerful. In this regard, it could be said that the utilization of an excellent system such as TQM could be useful as it includes continuous improvement in several areas such as customers, team management, staff management, etc. based on the principle of quality. Snape and Redman (1995) are of the thoughts and opinions that TQM can be seen as a higher commitment technique to human resource management. They state that top management dedication is essential for the effective execution of TQM. This is true consuming to consideration some aspects of TQM such as staff empowerment. If the very best management is not committed, the line managers would be hesitant to stop power for the well-being of the organisation. In addition to this, TQM is a process which could have an impact on probably every part of functioning of the organisation, and in a change program such as that staff commitment in the lower levels would be highly reliant on the visible dedication shown by the most notable management.

Thomson and perhaps (1994) cites with the help of a research study in a large British based organisation regarding the impact of employee selection and dedication methods discovered that those who performed well in interview and analysis, showed more dedication than who performed poorly. This can be due to fact that individuals who are generally committed and influenced to their beliefs tend to perform well in interviews and the subsequent performance in organisations.

Achieving Trans-cultural Competence: (organisational & Group conflicts)


Management should involve staff in the change by interacting the necessity for this and motivating each worker to add towards a future orientated company.

Instead of making use of stretch targets, SMART goals should be created so that employees are clear of what is expected of these.

To increase creativity and foster development, employees should have access to suggestion boxes where they could post ideas for incremental changes in their section.

P&G should follow an open-door coverage where employees are free to share their view and ideas with high level managers.

Further motivational measures should be applied to retain individuals capital. Profession option should be designed to meet employee's needs, such as job sharing, versatile working time and training.

In order to follow diversity, which is the electric motor for innovation, the business may need to step back from recruiting new employees form school campuses and concentrate on people in current work. This would receive people with experience from different backgrounds.

The EASIER way to lead change should be used: envisioning, activating, assisting, implementing, ensuring, recognising (Hussey 2000:69).

The intorduction than it systems should have used the five strategic events (Bratton & Yellow metal: 1999) an organization must follow before execution of a fresh system or process.

Strategic happenings (Bratton & Yellow metal 1999)

Organisational direction

Environmental analysis

Strategy formulation

Strategy implementation

Strategy evaluation

Innovation needs to be increased to be able to stay competitive

Human capital should be retained by decreasing personnel turnover

Slow down in income growth must be addressed

The level of resistance to organizational change must be overcome

Effective communication must be executed

Tailor career options to meet employee's needs and retain staff

Increase variety of staff by not exclusively recruiting from university or college campuses

Creativity teams help foster innovation (Unilever)

Change recruiting policy

Involve staff in change by interacting the necessity for it (Senior 2002)

Change organisational composition to a horizontal, team-based design


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